Question;51. Total;quality management;requires;that everyone in the organization be concerned with improving quality.;means;more than just using statistical controls to reduce manufacturing defects.;views;the cost of lost customers as an important result of quality problems.;applies;to service producers as well as manufacturers.;? all;of the above are correct.;52. After;a problem has been identified, a fishbone diagram helps managers solve the;problem by;identifying;how customer satisfaction can be improved.;creating;a visual aid of why things go wrong.;organizing;cause-and-effect relationships.;? all;of the above.;none;of the above.;53. Using;total quality management to improve the implementation of a marketing program;is likely to include;the;use of Pareto charts to determine the critical path for scheduling marketing;activities.;the;use of fishbone diagrams to show which problems are most important.;an;emphasis on treating routine customer problems and unusual ones in the same;way--because every problem is equally important.;? training;and empowerment of employees to identify and solve customer problems.;all;of the above are correct.;54. Building;quality into services;is;made easier by grouping services that require special attention with those that;are routine.;can;be accomplished by lowering customer expectations.;is;not necessary unless the service is guaranteed.;can;be easily accomplished with surprise quality inspections.;? can;be improved by giving employees the authority to correct a problem on their;own.;55. It;might be sensible for a company to benchmark each of its sales reps against;another;firm's sales reps who earn high customer satisfaction scores.;its;other sales reps.;a;competitor's sales reps.;sales;reps of a firm in a different industry.;? any;of the above.;56. Regarding;controlling marketing programs;sales;analysis" and "performance analysis" mean the same thing.;traditional;accounting reports are very useful for controlling marketing programs.;sales;analysis is so revealing that there is no such thing as having TOO MUCH data.;? the;control process helps marketing managers learn how ongoing plans are working.;All;of the above are true.;57. The;80/20 rule suggests that;20;percent of marketing effort is wasted.;80;percent of marketing effort is well implemented, but the remaining 20 percent;is out of control.;? 80;percent of the business comes from 20 percent of the customers.;it;will take 80 percent more effort to get 20 percent more business.;None;of the above is true.;58. The;80/20 rule" says that;only;20 out of every 100 firms use formal accounting controls.;a;firm should hire 20 sales reps for every 80 customers.;marketing;accounts for 80 percent of a typical consumer's dollar.;? even;though a firm is showing a profit, 80 percent of its business might be coming;from only 20 percent of its customers.;usually;about 20 percent of a firm's customers are unprofitable.;59. According;to the "80/20 rule;marketing;accounts for 80 percent of the consumer's dollar.;only;20 out of every 100 firms use formal marketing control programs.;about;20 percent of a typical firm's customers are unprofitable to serve.;? even;though a firm might be showing a profit, 80 percent of its business might be;coming from only 20 percent of its products or customers.;None;of the above is correct.;60. Which;of the following statements illustrates the 80/20 rule?;80;percent of our target market doesn't respond to our marketing mix, and we only;have a 20 percent market share.;? "Of;the hundred retailers who carry our products, the top twenty account for nearly;80 percent of our total business.;20;percent of our marketing effort is wasted, but we don't know which 20;percent.;We;don't know whether our profits are 20 percent higher than we deserve, or only;80 percent of what might be easily obtained.;None;of the above.;61. When;involved in the control process, the marketing manager should view company;profit;? as;a gross index of performance that should be further broken down into smaller;components.;as;a guide to future operations.;as;the test of whether or not the marketing mix is successful.;All;of the above are true.;None;of the above is true.;62. Sales;analysis is a;well-accepted;trend analysis method.;necessity;for making all important marketing decisions.;way;of assuring that future sales will be profitable.;detailed;report of likely profitability.;? detailed;breakdown of a company's sales records.;63. The;best way to break down and analyze sales data is;by;order size.;by;geographic region.;by;customer type.;by;product, package, size, grade or color.;? any;of the above, depending on the situation.;64. The;most useful breakdown of data in a sales analysis is by;size;of order.;product;package size, grade, or color.;customer;type.;geographic;region.;? any;or all of the above--depending on the situation.;65. A;marketing manager who wants to analyze the firm's sales should be aware that;sales;invoice files contain little useful information.;the;best way to analyze sales data is according to geographic regions.;sales;analysis involves a detailed breakdown of a company's sales forecasts.;? sales;analysis may not be possible unless the manager has made arrangements for the;company to capture identifying information about each sale.;a;manager can never have too much data.;66. Sales;analysis;requires;more information than is available from traditional accounting reports.;can;be done in different ways--there is no single "best way.;often;studies how sales patterns change over time.;? All;of the above are true.;None;of the above is true.;67. Marketing;sales analysis;keeps;track of whether a firm's sales are increasing or decreasing.;? requires;a detailed breakdown of a company's sales records.;is;very hard to do--because computers must be involved.;looks;for exceptions or variations from planned performance.;tries;to avoid the 80/20 rule.;68. Detailed;sales analysis is;not;worth the cost unless the firm is very unprofitable.;based;on the information available on traditional accounting reports.;important;for producers, but usually not that valuable for retailers.;most;useful when it analyzes costs from different possible target markets.;? None;of the above is true.;69. Sales;analysis;typically;involves reorganizing existing information rather than gathering new;information.;may;involve analyzing many different breakdowns of overall sales.;is;usually a good first step when setting up a control system.;? All;of the above are true.;None;of the above is true.;70. The;major difference between a sales analysis and a performance analysis is that;? performance;analysis looks at variations from planned performance, while sales analysis;shows what happened.;sales;analysis looks at individual transactions, while performance analysis groups;them into categories.;sales;analysis is a control procedure, while performance analysis is part of;implementation.;sales;analysis is concerned with expected sales, while performance analysis is;concerned with past sales.;sales;analysis is used to find profitable sales patterns, while performance analysis;seeks unprofitable patterns.
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